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Lean IT SummitThe 1st European

Cercle National des Armées8, Place Saint Augustin 75008 ParisFRANCE

13 & 14 october, 2011

Lean EnterpriseAcademy

Lean EnterpriseInstitute Polska

Lean ManagementInstituut

Confederation of Danish Industries

Lean ManagementInstitut

Instituto LeanManagement

Lean EnterpriseCenter

Lean Institute Turkey

Lean Enterprise Institute

Lean Enterprise Australia

Lean Institute Brasil

Lean Enterprise Chine

Lean Management Institute of India

Lean Enterprise Institute Mexico

Lean Institute Africa

Israel Lean Enterprise

Operae PartnersOperational Excellence

« Lean Thinking», written by D. Jones and J. Womack, is still the most important book in management of the last 15 years. It shows how some organizations outperform in many ways at once - cost, speed, innovation, ser-vice - and enjoy a level of profitability, effi-ciency and agility unmatched by rivals.

In 2011, it would be possible to write the same book with exemples drawn from IT !

Value, Flow and Perfection

h t t p : / / w w w . l e a n - i t - s u m m i t . c o mFind out more about Keynotes, Workshops, Sessions and the program at :

Lean Experts

Mary PoppendieckLean Software Development Expert

Michael BalleGemba Coach - Author andLean Executive Coach

Mike OrzenPresident ofMike Orzen & Associates

Steve BellLean IT Strategies

Catherine ChabironLean Office ManagerFaurecia

Jean CunninghamFounder and President ofJean Cunningham Consulting

Dan JonesFounder and Chairman of

the Lean Enterprise Academy

Guest of honorFounder & Chairman of the Lean Enterprise Academy in the UK, Pr Jones and Jim Womack have co-written the best books about Lean. Pr Jones is also a member of the Shingo Acade-my. His work has inspired leaders and experts throughout the world for 15 years.

Join the 1st European Lean IT Summit :

• Discover the roadmap to lean : define value - establish a flow - aim to perfection explained by the leading lean experts,

• Share the success stories of the early practitio-ners,

• Understand the in-depth change required by managers who aim for financial returns on their efforts.

Find out more about Keynotes, Workshops, Sessions and the program at :

Program (All presentations and workshops are in English)

Welcome Coffee Welcome Coffee 8:30

18:00

Lunch Lunch 12:30

Morning Break

Cocktail

Afternoon Break Afternoon Break

Dan Jones, Founder and Chairman of the Lean Enterprise AcademyScoping the Lean IT Agenda : solving the right questions

13 october, 2011Applying Lean techniques in the IT World

14 october, 2011Managing IT projects of Lean

Yves CaseauExecutive Vice-President, Bouygues TelecomEnterprise 2.0.

Morning Break

14:00

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Marie-Pia IgnacePartner, Operae PartnersSenior Advisor, Institut Lean FranceIntroduction

Marie-Pia IgnacePartner, Operae PartnersSenior Advisor, Institut Lean France Introduction

Workshop

or orI J K or LP. Cave& K. Poole

M. PoppendieckE. Chenu C. Leclerc

Workshop

or orA B C or DC. Chabiron M. Striebeck R. Medina C. Vogel

Workshop

or orM N O or PD. Regnier S. Parry P. Jannez

R. MedinaD. JoyceP. Middleton

Workshop

or orE F G or HJ. ProchazkaM. Chmelar

P. Pezziardi M. Orzen A. Jilani R. Droog

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Jean CunninghamFounder and President ofJean Cunningham Consulting Information needs for the Lean organization

Steve BellLean IT StrategiesIs “implementation” a naughty word?

Michael BalléGemba Coach - Author andLean Executive CoachKaizen Spirit in Design Work

Paul ThysensCIO, Banca Nazionale del LavoroDeploying Lean in a bank IT Department

10:30

15:30

9:00

9:15

11:00

16:00

17:00

8:30

18:00

12:30 14:00

10:30

15:30

9:00

9:15

11:00

16:00

17:00

Find out more about Keynotes, Workshops, Sessions and the program at :

Plenary Sessions 13 october, 2011Dan Jones, Founder and Chairman of the Lean Enterprise AcademyScoping the Lean IT Agenda : solving the right questions

Yves Caseau, Executive Vice-President, Bouygues TelecomLean Entreprise 2.0 - a paradigm shift in management and an anwser to the complexities of the 21st century

Jean Cunningham, Founder and President of Jean Cunningham Consulting Information needs for the Lean Organization

How can IT enable horizontal value streams to flow?How best to deploy IT resources to support value stream leaders?What can IT learn from lean visual project management?How can IT systems respond quickly to problems and changes?How to repair the broken business model with IT vendors?How to help consumers manage their data effectively?

The traditional cost statements and metrics will derail a lean transformation. Standard Cost systems drive production to capacity rather than customer demand. Providing simple, easy to understand information helps unlock the creative genius and aligns the targets throughout the organization.

The 21st century world is becoming increasingly complex and enterprises tend to follow the same path. They need to exhibit new levels of flexibility, collaboration, innovation and collective learning. In this talk I propose a unified vision of “Enterprise 2.0” and “lean management” as two - distinct and separate - approaches to meet these challenges that share a number of values and “active ingredients”. I explain the benefits of “En-terprise 2.0” from a “lean” and systemic perspective, with a focus on communication flows which are vital for knowledge workers. I then look at how a “2.0” culture may enrich the deployment of lean management. The focus is on knowledge workers, and their processes for software, product or project development.The goal is to introduce lean, not as an improvement project, but to make it part of a human-centered culture of continuous learning.

Steve Bell, Lean IT StrategiesIs “implementation” a naughty word?

Paul Thysens, CIO, Banca Nazionale del Lavoro (BNL)Deploying Lean in a bank IT Department

Michael Ballé, Gemba Coach - Author and Lean Executive CoachKaizen Spirit in Design Work

What if there were a fundamental, underlying cause for the chronic project failures, sluggish change, and mis-alignment that many IT professionals experience on a regular basis? Would you recognize it if you saw it ?

We’ve learned from the sensei twenty years ago that lean is not about applying lean tools to every process, but about developing the kaizen mindset in every person. How does this apply to design work? Every tech-nical design decision has long-term impacts on the overall product¹s performance and cost, but designers are usually more focused on their own work and little aware of the muda they might be creating along the delivery chain.

The Banca Nazionale del Lavoro (BNL), 900 agencies and 15 000 employees in Italy, started deploying a lean program in its back offices in 2006. Three years later, the program was considered a success, and its management decided to expand it to other areas of the company - in particular its IT departments. In this session, Paul Thysens, CIO of BNL, will share the story of his 18 months journey into lean - his ambitions, his experience, the feedback from his teams, the successes and the challenges.

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Plenary Sessions 14 october, 2011

Find out more about Keynotes, Workshops, Sessions and the program at :

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Case Studies 13 october, 2011Catherine Chabiron, Lean Office Manager FaureciaMake problems visible and users happy

One of the foundations of lean is work standards, a concept not so easy to grasp outside the manufacturing world. The session shows very practical examples of how to define work standards in IT, make problems visible and users happy so as to spot any deviation versus those, and why they are the foundation on which to build continuous improvement.

Mark Striebeck, Engineering Manager GoogleCreating a testing culture

Régis Médina, Lean Coach Operae PartnersLean IT in a nutshell

Kanban, 5S, visual management, pull, flow... How can one make sense out of all this? What is the underlying model? How does it apply to IT activities such as support or projects? In this session, Régis Medina will present the fundamen-tals of Lean IT, and the key elements for a successful implementation.

Over seven years, fragmented departments were forged into an enterprise utility using the Lean principles, processes and tools. Chris will share experiences bringing Lean into the non-manufacturing financial services industry, the chal-lenges of where to start and how to grow Lean while aligning within a larger corporation, how project manage-ment and IT aligned with operations, and the role of Leadership.

Pierre Pezziardi, CIO Bred Banque PopulaireOne year of lean as a bank CIO

250 people are working every day, doing either development, operation or support in a classical organization structured around tasks. In one year we achieved several goals towards product responsibility, collective ownership, continuous improvement of processes & products, lead time optimization. This session will discuss concrete techniques, difficul-ties, and final limitations...

Jaroslav Prochazka / Martin Chmelar , coaches TietoAn approach to Kaizen workshop

Current challenges in IT industry are related to flexibility of deliveries and creativity of the teams. Kaizen workshop enable to stop this negative spiral, set up long term goals and boost improvement. By Lean thinking (more spe-cifically Kaizen) we also tackle the three issues: adding business value, proactive behavior of production teams and aligning vendors’ goals with customers’ goals.

Mike Orzen, President Mike Orzen & AssociatesLean IT practices - From theory to application

This new workshop presents the next level of understanding in Lean information and technology. It will show you how to leverage the skills and knowledge of your IT staff to create sustained improvement. Attend this session to discover: How organizations create millions in productivity gains and monetary savings leveraging Lean IT, how to build quality information into your process improvements, how to effectively engage IT staff to become key players in Lean, how to apply Lean Thinking to technology and people to speed the flow of value to the customer.

Aslam Jilani, Lean Deployment Leader NE Europe IBM& Roald Droog, Lean Deployment Leader SW EuropeIBM Global Business Services case study

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Chris Vogel, Senior Vice President Document Management Operations Wells Fargo7 year Lean Journey at Wells Fargo

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The lessons learnt from the various stages starting from deployment planning to connecting Global IT value streams to sustaining Lean after the first rounds of improvements. Roald Droog and Aslam Jilani from the Lean Centre of Ex-cellence leadership team will illustrate this further with specific examples: Lean IT Project 1, end-to-end value stream mapping helped connecting the client and IBM by optimizing a complex application services process ; Lean IT Project 2: Quick resolution of a point problem in a defect management process by following the kaizen/PDCA cycle.

Google’s company philosophy is summarized in the Ten things we know to be true. We apply these core principles to all aspects of business, organization and of course software development itself. This talk gives an overview of how we established a testing culture at Google by using these core principles. From the early beginnings where a group of agile and lean-experience engineers spend their 20%-time on initiatives to raise the experience and awareness of Google engineers to testing. To serious engineering efforts to scale Google’s testing infrastructure to our needs. And finally to apply these techniques and technologies to speed up development and release of our products.

Case Studies 14 october, 2011Emmanuel Chenu, Agile / Lean Software Development Coach ThalesLean in avionic development

Avionic product development suffers from many dependencies, late «big-bang» integration, grievous bug-correction phases and ever shorter milestones. Emmanuel will explain how Lean-oriented problem-solving and other Lean prac-tices efficiently help to install continuous product integration, bug-prevention and quick deliveries.

Philip Cave, Consultant & Kristin Poole, Solution Manager MicrosoftTransition to Lean Flow on the project Xbox IT

Come hear the story of how the IT teams that support the Interactive Entertainment Business division at Microsoft (thinkXbox, Kinect and Zune) made a transition from an agile scrum model to a much more visible business centric flow model using Lean thinking and kanban practices. Transition to Lean Flow at Xbox IT : this talk will present a case study based on a few project teams within a portfolio of IT technology projects and cover the transition to a model based on Lean thinking, flow of business value, managing WIP and project buffer.

Caroline Leclerc, Project manager Nokia Siemens NetworkLean Project Management with distributed teams

Through this case study, you will see how Lean, applied on a permanent basis, enabled a Telecom service provider to gain valuable benefits for its IT department. Project teams in charge of testing and developing new projects managed to release more than 100 projects on 6 different platforms every year, bearing in mind that they work in 4 different dis-tinct locations. Despite a complex environment, where there is no unique interlocutor, project teams keep customer satisfaction a priority and manage to maintain a good and close at hand relationship with them.

Mary Poppendieck, co-author of «Implementing Lean Software Development»Discovering Waste in Software Development

When Taiichi Ohno identified the biggest waste in manufacturing as overproduction, he set out on a long journey to drive down set-up times and batch sizes so as to minimize this waste. So what is the moral equivalent of set-up time in software development? Think about it: we batch our code into long release cycles simply because there is so much overhead associated with each release. Typically a third of every release cycle is spent on integration testing and bug fixing. Is this a necessary waste? Certainly not ! In this workshop we will hunt down the biggest wastes in software development and search for their root causes. Prepare to be surprised !

Damien Regnier FaureciaImplementing SAP in Faurecia’s lean manufacturing environment

Stephen Parry, author of «Sense & Respond»Lean IT strategy, Lean Measurement & Organizional Design

This session will reveal how two IT departments from the public and private sectors (the Bristol City Council, and Ger-man Technology company SAP) planned their IT Lean strategy and aligned their IT Lean operating model to the orga-nization’s objectives. Lean IT strategy, Lean Measurement & Organizational Design : They had to re-think their whole approach to service design, roles & responsibilities and measurement. In addition they had to re-think their whole approach to change and those responsible for change.

David Joyce, Lean & Agile Coach ThoughtWorks & Peter Middleton, Senior Lecturer in Computer Science Queen’s University BelfastLean Software Management : BBC worldwide case study

This case study examines how the lean ideas behind the Toyota Production System can be applied to software project management. It is a detailed investigation of the performance of a 9 person software development team em-ployed by BBC Worldwide based in London. The evidence shows that over the 12 month period, lead time to deliver software improved by 37%, consistency of delivery rose by 47% and defects reported by customers fell 24%.

Pierre Jannez, Lean Coach Operae Partners& Régis Médina, Lean CoachSoftware Kaizen

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Find out more about Keynotes, Workshops, Sessions and the program at :

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This workshop will show how kaizen and the rigorous problem solving approach used by lean practitioners can be used to drive the continuous improvement of a software product. Value, waste, performance management, PDCA, «genchi genbutsu», lead time reduction... you’ll discover how to use all these principles to build applications that delight your users !

In the context of a company-wide lean approach, the implementation of the MM, PP and SD modules in Faurecia’s plant required an open, customer oriented design, where lean manufacturing and logistics work standards are embedded in SAP, and possibly refined and enhanced with the support of the tool. A hand in hand collaboration between the IT world and the manufacturing teams made this possible.

Find out more about Keynotes, Workshops, Sessions and the program at :

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Registrer online before the 12th october 2011 on www.lean-it-summit.com

Registration form by mailFirst NameLast Name

Title Company Name

EIN SIC Address

Zip Code City Phone

Fax Email

My program « à la carte » (check only one box per column) :13 october, 2011 14 october, 2011

A. C. Chabiron

B. M. Striebeck

C. R. Medina

D. C. Vogel

E. P. Pezziardi

F. J. Prochazka - M. Chmelar

G. M. Orzen

H. A. Jilani - R. Droog

I. E. Chenu

J. P. Cave - K. Poole

K. C. Leclerc

L. M. Poppendieck

M. D. Regnier

N. S. Parry

O. D. Joyce - P. Middleton

P. P. Jannez - R. Medina

Price : 1200 € TTC

For special requests or group registrations (3 for more), please contact Sandrine Olivencia at +33 (6) 18 16 78 85.

Registration fee include : access to all plenary sessions & workshops, the participant kit, refreshments, 2 lunches.

Send your registration form by mail before the 12th october 2011 (1 coupon per participant) to Operae Partners - 2 rue Saint-Just 93130 Noisy le Sec - France. Make cheques payable to Operae Partners or by transfer payment (contact us).

Institut Lean FranceAs a result of the success and impact that lean institutes led by Jim Womack (USA), Dan Jones (UK) and Jose Ferro (Brazil) had over the past 15 years, a community of lean thinkers and a network of education-oriented organizations gradually began to form around the globe. These lean practitioners and lean pioneers borrowed heavily from the thinking of Jim and Dan – and relied on them to support their startup institutes. Jim and Dan supported the new institute’s events and shared the educational materials and books on deploying lean tools their institutes developed. The Lean Global Network (LGN) was formed to help the institutes accelerate the diffusion of lean knowledge throughout the globe. Today LGN consists of 17 mem-ber institutes.

You can learn more about Institut Lean France by visiting :www.institut-lean-france.fr

Registration online

Lean Global Network

You can learn more about LGN by visiting : http://www.leanglobal.org/

Founded in 2007, The “Institut Lean France” (ILF) is a non-profit making association. Its main mission is to promote, defend and spread lean thinking principles to all human resources in organisations. The Institut Lean France is an affiliate of the Lean Global Network (LGN).

Operae Partners

You can learn more about Operae Partners by visiting :www.operae.fr

Operae Partners helps service companies become more competitive. It teaches managers how to dramatically im-prove the operational efficiency of their teams, achieving durable improvements in customer satisfaction, revenue, and costs. Operae Partners closely collaborates with the French Lean Institute, and also sponsors several com-munities including the Agile Alliance.

VenueThe Lean IT Summit will be held in a prestigious establishment in the heart of Paris : The Cercle National des Armées. Visitors will enjoy the many socializing and entertainment opportunities the area of Opera Garnier has to offer, all within walking distance : The famous Galeries Lafayette, the center of French “gastronomie” and the “Grands Boulevards”. The Cercle National des Armées is very accessible via taxi or rental car from the Airport Roissy Charles de Gaulle(CDG). There is ade-quate parking for drive-in day guests.

Cercle National des Armées8, place Saint Augustin

75008 PARISTél : + 33 (1) 44 90 26 26Fax : +33 (1) 45 22 17 75http://www.cnaparis.com/

InformationOperae Partners2, rue Saint-Just93130 Noisy le SecPhone : +33 (6) 18 16 78 85e-mail : contact@lean-it-summit.comwww.operae.fr

Find online our list of hotels : www.lean-it-summit.com

direction : Haussmann St Lazarefrom : Magentato : Haussmann St Lazare

From « Gare du Nord »

From « Roissy Charles de Gaulle Airport »

direction : Massy-Palaiseaufrom : Aeroport Charles de Gaulle 2 TGVto : Gare du Nord

Station : Gare Saint Lazare

Station : Saint Augustin

Plan of access

direction : Haussmann St Lazarefrom : Magentato : Haussmann St Lazare